How can governance support collaborative innovation in the public sector? A systematic review of the literature

Abstract

Collaborative innovation has been increasingly adopted by the public sector to address complex issues and improve its efficiency. Despite the developments in the literature on this subject, recent studies still indicate the need to investigate how public governance could be organized to support collaborative processes of innovation. Through a systematic review of 36 empirical studies, this article aims to contribute to bridging this gap by identifying the characteristics that should form governance in order to support the collaborative innovation process in the public sector. The results show that the establishment of relationships of trust, supported by technology tools and promoted by leaders committed to well-established goals, is a characteristic of governance that has a positive influence on collaborative innovation processes. However, there is still a need to develop more studies that indicate the characteristics of governance that may contribute to the implementation of innovation and not just to its creation processes.

Points for practitioners

Collaboration has been shown to be a more positive strategy for innovation in the public sector in comparison with strategies that seek isolation or competition. However, it is necessary to establish governance mechanisms that contribute to the involvement of stakeholders and to the achievement of the intended results so that this strategy becomes successful. By reviewing the results of prior empirical experiences, this article identifies that in order for collaborative innovation processes in the public sector to be successful, governance must predict: the participation of top management and managers with decision-making power; the setting of clear goals and needs; the generation of useful innovation that benefits stakeholders; and the establishment of tools that facilitate communication, interaction, and the sharing of information and knowledge. This information provides managers and public policymakers with key indicators, learned from prior mistakes and accomplishments, for the implementation of this innovation strategy in their organizations.